External stakeholder collaboration is vital for new industrial projects and establishments. The aim of this paper is to explore why and how new firms can create relations and stakeholder collaboration with trade unions during industrial start-ups. A case study was carried out in the early phases of a new firm´s major greenfield project aimed at establishing a new industrial domain in a Nordic context. The results showed that early co-operation between a new firm and trade unions has the potential to proactively address prerequisites for sustainable work in design phases of new factories, but also to strengthen the attention to other dimensions of social sustainability that are crucial for an industrial start-up’s longterm possibilities for success. However, specifically in a rapidly growing new firm, there needs to be a systematic approach that incorporates continuous anchoring activities both within and between the stakeholders. Practical implications are how new firms can initiate and establish co-operation with trade unions and other social partners in fast-moving work environments and change processes. Hence, the study identifies advantages and approaches for new firms to build relations  with trade unions in a stakeholder collaboration chain inspired by the Nordic model. Further, to proactively pay attention to dimensions of social sustainability in a new firm´s early development phases and change processes, such as industrial start-ups, seems beneficial from an individual, business, and a societal perspective.

Global labor market shifts have spurred the need for innovations and adaptations in workplace norms. This evolution demands a workforce with technical and soft skills to meet sustainability and industry advancements. The paper aims to elucidate the complex challenges related to the ambition to develop a socially sustainable, competitive, and green industry subjected to an accelerating pace of change. It outlines the findings of a Delphi study conducted in Sweden, which integrated workshops, interviews, and surveys with experts from various sectors to identify 14 key challenges. These challenges were synthesized into five themes: innovative competence supply management practices, resilient organizations and production systems, analytics for improvement and learning, socially sustainable work, and green transformation practices. The study provides a set of propositions within these themes, offering a strategic roadmap for future research to foster the growth of industries that are socially responsible, competitive, and committed to environmental sustainability. A practical implication of the study is the recognition of the larger competence ecosystem of which industrial companies are a part. This community must work together to create the knowledge needed to manage the shift to a green, sustainable, and digital working life.